Business Incubation for Growth, BIG: A new national incubator program Workshop on Innovation Policy in the Recession Birkbeck, London, 15 October 2012 Åsa Lindholm Dahlstrand CIRCLE Lund University, Sweden
Den nationella innovationsstrategin N2012.27 October 11 2012
The three Swedish National Incubator Programmes
BIG’s 46 Swedish incubators In 2011 Innovationsbron funded Swedish incubators with 56.4 million Swedish krona (SEK) and allocated an additional 3.2 million SEK for projects related to incubation. The BIG incubation program includes 46 incubators, of which 24 have been granted performance-based funding,
Sales and employees: incubatees and alumni MSEK 3000 4000 2500 3500 3000 2000 2500 1500 2000 1000 1500 1000 500 500 0 0 2006 2007 2008 2006 2007 2008 • Fokus Analys Data 2010: 1584 ventures in 21 incubators Out of 1429 analyzed (19 incubators): – 503 were incubatees and 926 alumnis, – average age 4.53 years (2.68incubatees/5.54 alumni) – Survival 86% – Sales 2.35 MSEK – Employees 3.34
The BIG incubation program comprises three activities • Basecamp: Skill development • Summit: Performance-based funding to selected incubators that have demonstrated the best results • Explorer: Financing of innovative development projects in incubation activities
Objectives for the design of : • Flexible - actions aimed at incubators must be adapted over time to be effective, but they must be sufficiently long to provide a strong foundation for business planning for the incubators. • Strong links between different types of financing - Efforts to provide intelligent capital to both incubators and companies must be well synchronized. • Counter Cyclical - One of the most important features over time is to create funding for incubators and companies that do not fail during a recession, this gives a wider range of companies to invest in when the economy recovers. • Function at multiple levels - the program must keep abreast of regional differences, for example in terms of financing, taking advantage of the national coverage and to act in the international arena. • Efficient processes and tools - a prerequisite for flexible deployment that delivers a good performance is that the processes and tools used are effective, so that continuous learning and development is an integral part of operations. • Clear communication - communications regarding assignments, goals, value created, offers and conditions need to be comprehensive, transparent and usable at multiple levels and contexts
SUMMIT Performance-based financing 1.Clear focus on conditions that generate a critical mass of excellent ideas, entrepreneurs and employees. Well established, focused, effective and sustainable leadership. 2.Ability to develop business ideas with a view to strengthening the commercialization potential. Active value creation. Have available resources for business development. Ability to prepare companies for sales and growth in export markets. 3.Defined criteria for entry and exit and continuous record of projects and companies in the incubator. Ability to assess the quality and commercial potential of the idea and the entrepreneur. 4.Ability to evaluate and develop venture teams in terms of skills, personality and experience and complement the team in terms of skills, experience, gender, and background. 5. Anchoring and legitimacy of the innovation system and the economy. Formalized relationship with university and industry stakeholders to ensure a qualitative inflow of business ideas and access to relevant expertise. 6.Entrepreneurial culture that is stimulating, inspiring, educating and raising requirements. 7.Ability to assist incubator companies where necessary to attract seed funding from different sources. 8.Formal plan for sustainability efforts (economic, environmental and social, including diversity and equality).
Short-term results and long-term effects... • Long-term effects (broader political goals in society), e.g. Increased commercialization of research, effectiveness of innovation system • Short-term results , e.g volume of ideas, networking, exports ... • Indicators: Ideas, Incubation process, Venture performance
BIG Sweden offers • • Exchange of experience and idea generation Innovationsbron Assessment: interviews at gatherings organized by the and analysis of incubator operations, Innovationsbron processes, structure, network, value proposition. • BIG Meeting: exchange of experience • between the incubator directors. Benchmarking: The tool Focus Analys offers all participating incubators opportunity to • BIG Coach Meeting: exchange of experience compare themselves with each other, based between the coaches / business developers. on the incubator companies' results. • BIG In-between Meeting: Special project • detailed feedback report with suggestions groups on different themes as defined in a for improvements to the incubator. BIG Meeting. • Internationalization activities in • Funding for meeting activities: Innovation collaboration between Innovationsbron and Bridge offers 50 000 SEK / year to facilitate incubators its participation in joint activities in BIG • Sweden, i.e. Basecamp funding. Study tours: Innovationsbron organizes at least one study tour per year. • Training: Innovationsbron organizes customized courses such as Focus Business Development
Seed-financing opportunities Equity < 2.5 MSEK Innovator Action against royalty Verification for growth <200 250 Ability to utilize Innovationsbron seed funding for projects and companies in the incubator: • Verification of Growth , stipend of < 200’ SEK • Action against Royalty : grant 250’ SEK, < 5% of sales, < 8 years, can be converted into equity • Equity capital.<2.5 MSEK, large commercial potential (30-50 MSEK in 5 years); global market;10- 49%
International comparison of public financing of incubators Inhabitants Incubators Inhabitants/ Financing MSEK/ incubator /year (MSEK) incubator FI** 5,3 6 885 000 0 (10) NL 16,5 21 635 000 200 10 NZ 4,1 8 510 000 15 1.9 SE*** 9,3 20 450 000 55(90) 2.5 (4.5) TY 81 275 300 000 0 - IS* 7 26 270 000 250 10(2) UK 50 300 165 000 0 - *Financing linked to venture, incubator gets 20 to run its operations **Only financing to ventutres, no contribution to management costs ***()=seed financing • A weakness of the Swedish incubator programme is limited seed funding • 2-5x more per start-up company in the incubation phase in other countries • Since ventures have access to less funding, they develop more slowly • Even so, they do increase the number of employees and sales faster than Swedish companies in general (in the size class of 0-100 employees). • But few have exports and few are "born globals ” • Alumnis have higher survival rates than companies in general in Sweden. • But, there is a need for continued support in alumnis
Concluding remarks and suggestions for improvement • no direct equivalent to the • Share of women entrepreneurs is Innovationsbron or its incubator less than a fifth programmes internationally • creative industries and services are • incubation process of very good class, neglected but limited seed funding, both during • To only go for “low -hanging- fruit” the incubation but especially after may well create good results but they leave the incubators. there is a risk that long-term effects • start-up businesses grow slower and are hampered it takes longer to reach the market. • Thus a national incubator program • it takes longer time to discover a should include models for both "failure" picking winners and survival of the fittest • To design an incubator program that is counter cyclical is one of the most important features of BIG. • In fact, the BIG program has actually increased its activities (10 MSEK extra in 2012) instead of limiting its activities during the recession
Male Female Statistics Significance level Total (two-tailed) Venture performance 85 % 89 % 2.432 b .119 Survival 85.6% Sales (million SEK) d 2.35 c 2.22 c 3.23 c .799 a .426 3.39 c 3.08 c -.247 a Number of employees .805 3.34 University related variables R&D revenues (million SEK) d 1141.4 1017.0 -2.173 a .031* 1124.0 39.6% 25.2% 15.841 b .000** Entrepreneurship education 37.4% 4.886 a Share female students 55.6% 60.2% .000** 56.3% 1.807 a Share female professors 14.4% 15.6% .071+ 14.5% Incubator related variables 111.3 112.4 0.147 a .883 Number of ventures in 111.3 incubator 7.24 6.79 -1.724 a .085 Age incubator 7.17 Venture related variables 41.138 b Limited liability company 62.2% 38.6% .000** 58.8% 66.6% 53.8% 12.855 b .000** Alumni 64.8% 20.6% 34.8% 20.335 b .000** Life science 22.9% 32.5% 16.7% 21.271 b .000** ICT 30.1% 0.448 b Clean tech 7.2% 5.7% .575 6.9% 0.733 b Industrial 39.7% 42.9% .392 40.1% 51.8% 51.9% 0.001 b .980 Origin idea: university 51.9% 17.5% 20.5% 1.065 b .302 Origin idea: private industry 17.9% 20.1% 16.1% 1.782 b .182 Origin idea: innovator 19.5% Loans (thousand SEK) d 111.9 134.0 0.627 a .531 114.9 1.233 a Grants (thousand SEK) d 94.6 172.9 .219 105.6
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